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In an industry undergoing rapid transformation, Remsons Industries Ltd. has taken a bold step forward by embedding Learning & Development (L&D) at the heart of its growth strategy. With over five decades of legacy in the cable and auto components space, the company recognized that staying relevant in today’s dynamic environment requires more than just operational excellence—it requires a culture of continuous learning, agility, and people empowerment. At Remsons, L&D goes beyond technical knowledge—it supports the holistic development of employees by focusing equally on building behavioural competencies such as communication, adaptability, and leadership. This integrated approach ensures employees are not only skilled but also emotionally and socially equipped to thrive in evolving roles.

Under the leadership of Group CEO Amit Srivastava, Remsons has reimagined its L&D philosophy, not just as a support function, but as a catalyst for organizational evolution. The approach is simple yet powerful: build people, and they will build the business.

A Cultural Shift: From Traditional Training to Strategic Development

Historically, Remsons followed a conventional training calendar. But the post-pandemic era exposed limitations in this approach—particularly with fixed mindsets, knowledge gaps in emerging industry trends, and an increasing demand for agile, customer-centric thinking.

Recognizing these challenges, the leadership team shifted gears. “We had to go beyond ticking boxes. Our people needed purpose-driven development—programs that speak to their roles, aspirations, and the evolving business reality,” explains Amit Srivastava.

People Make the Difference: The Pillars of Remsons’ L&D Strategy

Remsons launched five flagship programs under its renewed L&D framework, each tailored to address a specific need within the workforce.

1. Employee Professional Development Program
   Targeted at high performers identified through the McKinsey 9-Box Grid, this program develops employees with both the capability and potential to lead. Focused on functional upskilling, it aims to create a technically sound talent pipeline. “It’s not just about retention—it’s about building future leaders from within,” says Srivastava.
2. Employee Excellence Program
   To make learning inclusive, Remsons introduced a budgeted initiative for employees with at least six months of tenure. Individuals were empowered to choose their own courses on platforms like Udemy and Coursera—encouraging both professional and personal growth. This autonomy nurtured ownership, curiosity, and a vibrant learning culture across all levels.
3. CEO Coaching & Mentoring Sessions
   Breaking the traditional leadership-employee barrier, Amit Srivastava initiated direct mentoring sessions. Topics ranged from transformational leadership to managing Gen Z in the workplace. These engagements not only transferred practical insights but also strengthened trust between the leadership and the broader team.
4. Online Learning Management System (LMS)
   Partnering with “One Hour Learning,” Remsons launched a digital platform with over 25 courses on behavioural skills, work-life balance, safety, and wellness. This “anytime, anywhere” model gave employees the flexibility to learn at their own pace, fostering a self-driven development mindset.
5. Maruti Suzuki MACE Collaboration
   Remsons collaborated with MACE (Maruti Suzuki Centre for Excellence), a body under India’s largest car manufacturer, Maruti Suzuki, to provide employees with an online gold package offering real-time access to valuable technical training topics directly from the customer. This partnership enabled employees to gain insights and knowledge that are directly relevant to their work and industry standards.

The benefits of this initiative include enhanced technical expertise that aligns with customer expectations, improved collaboration with customers, and the ability to apply the latest industry practices within Remsons. By equipping employees with these resources, the organization not only strengthens its workforce but also deepens its relationship with key customers, ensuring long-term success and competitiveness in the market.

A Culture of Responsibility, Safety, and Awareness

In alignment with its holistic development goals, Remsons has also embedded key elements of safety, ethics, and compliance into its L&D framework. Regular safety drills and a well-structured safety calendar ensure that employees are prepared for any unprecedented event. Sessions are conducted to educate staff on how to respond in critical situations, emphasizing the safety of both individuals and infrastructure.

Given the substantial female workforce on the production line, Remsons has established strong protocols under its POSH (Prevention of Sexual Harassment) policy. Regular sensitization sessions are conducted—not only for women, but also for men—to ensure a respectful, inclusive, and safe workplace for all.

As a publicly listed company, Remsons also trains employees on vital areas such as compliance, ethics, insider trading, and whistleblower policies. These awareness sessions reinforce the organization’s commitment to transparency, accountability, and ethical conduct as integral parts of the employee learning journey.

Beyond Training: Engagement That Drives Learning

Remsons didn’t stop at content delivery. The HR team designed engaging activities to reinforce training and build excitement around learning. These included interplant quizzes, competitions, and public recognition for certified employees and internal trainers.

This shift added a human element to L&D—turning it into a shared experience rather than a top-down directive. It helped create a safe space where learning was celebrated, and growth was collective.

A Culture of Empowerment

Perhaps the most remarkable transformation has been in mindset. Fixed thinking is being replaced by curiosity, functional silos are giving way to collaboration, and learning is no longer seen as a task—but as a shared value.

“Leadership isn’t about giving answers—it’s about helping people ask the right questions,” notes Srivastava. “When people feel valued, supported, and trusted, they don’t just perform—they evolve. That’s the culture we’re building.”

This evolution has had ripple effects across the organization. Teams are more collaborative, employees are taking initiative, and cross-functional innovation is on the rise.

What’s Next?

With a solid foundation in place, Remsons is now looking ahead to support its growing diversification. The company is expanding not only in the cable segment but also into next-generation automotive technologies through strategic joint ventures. To support this evolution, Remsons is building a strong internal talent pool with specialized competencies—particularly in futuristic tech domains. Through its robust L&D structure, the organization is proactively bridging skill gaps, aligning talent with upcoming trends, and preparing teams to work closely with JV partners on advanced products. This forward-thinking approach ensures Remsons remains future-ready, with the right people in place to lead innovation and drive sustained growth.

 

Conclusion: A Culture Built to Last

Remsons’ L&D journey is a testament to the power of intent, innovation, and inclusion. By placing learning at the center of its culture, the company has strengthened its people, its performance, and its future.

In a time when the only constant is change, Remsons is proving that the best way to stay ahead is to keep learning—and to do it together.

As Amit Srivastava puts it, “Our legacy was built on quality. Our future will be built on people. And learning is the bridge between the two.”

In a world where technology evolves at breakneck speed, one truth holds firm: transformation begins—and succeeds—with people. At Noventiq, this belief is more than a guiding principle; it’s the foundation of how the business operates. Under the leadership of Vinod Nair, President – India Operations, Noventiq has built a billion-dollar enterprise by humanizing digital transformation and redefining what modern leadership looks like.

Leadership as the Strategic Engine

At Noventiq, leadership isn’t an afterthought—it’s the core business strategy. As Vinod puts it, “Leadership here is not an add-on — it’s our strategic engine.”

From immersive real-world challenges for early-career professionals to peer-driven forums and transformation labs for senior leaders, leadership at Noventiq is shaped in the arena. From the outset, emerging leaders are trusted to make decisions, drive customer outcomes, and solve complex problems. There’s no waiting in line — everyone is expected to lead.

From Hierarchy to Influence

Modern leadership is no longer about top-down control — it’s about influence, trust, and shared purpose. At Noventiq, the most effective leaders aren’t defined by titles but by their ability to listen, adapt, and collaborate across teams.

The organization fosters this by embedding agility, empathy, and innovation into its DNA. Objectives and Key Results (OKRs) drive alignment, while leaders are encouraged to build their own playbooks rather than follow predefined scripts. This autonomy promotes creativity and ownership, especially in high-stakes environments.

People Leadership as the Competitive Advantage

For a tech-driven business, Noventiq has made a counter-intuitive choice — it places people leadership at the center of its operating model. “People leadership isn’t a soft skill. It’s our operating system,” Vinod emphasizes. From talent evaluations to strategic decisions, leadership potential is the lens through which performance is assessed, and future bets are made.

This approach has led to a resilient, adaptable workforce — one that can handle complex integrations, market expansion, and fast-paced innovation without losing cultural cohesion. The outcome? A self-sustaining leadership engine where every leader is expected to create more leaders.

Humanizing Digital Transformation

While Noventiq delivers across the spectrum of cloud, cybersecurity, AI, and infrastructure, its true differentiator lies in how it delivers. Transformation is not a technical upgrade — it’s a behavioral shift. Every project begins with understanding the human element: how teams operate, what users need, and which mindsets must evolve for change to take root.

Internally, this mindset drives how the company introduces new tools, scales systems, and aligns on strategy. Technology may be the toolkit, but people — their aspirations, values, and potential — are the compass.

Culture by Design, Not by Chance

Noventiq’s culture is built around three anchors: agility, empathy, and innovation. Agility allows teams to pivot swiftly. Empathy fosters inclusion. Innovation is fueled not by rigid rules but by trust and ownership.

This cultural clarity has proven invaluable during critical moments — including Noventiq’s complex M&A integration — where uniting diverse teams required not just process, but emotional intelligence, transparency, and shared outcome.

Diversity as an Innovation Engine

Innovation doesn’t happen in echo chambers — it thrives in diverse environments. At Noventiq, DEI isn’t a side project, it’s a core part of how we grow. Our leadership teams reflect diversity in demographics, thought, and lived experiences.

It’s embedded into how the company hires, evaluates, and mentors. Beyond policies, the company works to create a culture where every voice feels empowered to contribute, challenge, and co-create. The payoff? Better ideas, sharper execution, and solutions that resonate across markets.

Rethinking ROI: The Leadership Dividend

Leadership development at Noventiq isn’t a line item — it’s an investment with measurable returns. Impact is tracked across three lenses: performance (outcomes), progression (career growth), and perception (team trust and credibility). The goal isn’t just to meet today’s challenges — it’s to build leadership that’s fit for tomorrow.

Regular leadership audits help the company benchmark against industry trends, ensuring its practices are not just effective but also evolving. For Noventiq, the real return lies in building leaders who are not only relevant today — but will continue to lead tomorrow. Because in a world obsessed with digital velocity, its conviction is clear: people who set the direction.

Advice for the Next Generation of Leaders

For those aspiring to lead transformational changes, the path is both exciting and demanding. Vinod often cites a quote by Ratan Tata: “Leadership isn’t about being in charge — it’s about taking care of those in your charge.”

The leaders of tomorrow must move beyond being experts in answers to becoming champions of better questions. It’s about zooming in on operational detail while staying capable of zooming out to see the bigger picture.

Build systems that scale others. And never forget — technology may set the pace, but people set the direction.

At Noventiq, that belief has powered a billion-dollar transformation. And this is just the beginning.

Very early in my first job, I was leading a department on the production shopfloor staffed with a unionised workforce that was more than twice my age. One day, workmen of my department went on a “flash strike” which posed me with a dilemma at the end of the shift as leaving the workplace with none to attend to furnaces would have been a serious safety hazard. I did what every rookie would – ask my boss what I should do? My boss, replied with a question – “What do you think?”. I was taken aback but had no choice but to think my way through on my own. The situation was resolved through some courageous and creative actions, but more importantly, the episode gave me tremendous self-belief and my stature as a leader was majorly enhanced. I carried this belief in myself through my career and it has stood me in good stead throughout.

I sometimes wonder, what would have happened if my boss would have “told” me what to do? I think it would have robbed me of a great development opportunity. At the same time, it was a risk my manager took in reposing his faith in a rookie. Through my career spanning over three decades, I have experienced this situation from the other side and also, witnessed this scenario play out in front of me several times. On many occasions, I have seen the script being played out differently. A great opportunity missed – both for the leader as well as for members of their teams.

Why is it so common for leaders to spew out solutions when asked for one by their subordinates?

Conditioning – We have been brought up with stories, fables and legends where the leader comes up with magnificent solutions to intractable problems. This conditioning is further reinforced through chest-thumping, larger-than-life portrayals of leaders in movies. The leader has to be the one that comes up with the silver bullet, magical solution. Since a lot of us have bought into this narrative, we, including the leader, expect the leader to give us a solution when we are faced with a difficult situation. This is further fuelled by an anxiety on the leader’s part of showing vulnerability.

The Saviour syndrome – The leader often wants to be seen as the one with superior intellectual and analytic abilities and so giving solutions feeds into this ego craving. I call it the “saviour syndrome”. This instinctive drive is inherent in most, as we want to contribute concretely to the team’s success and also, perhaps more importantly, be the person to whom the success is attributed.

This behaviour from the leader is often not called out as it supports the stereotype of a strong leader.

This can open the organisation and the team to many risks.

Risk of wrong decisions – The leader may simply not have the right competence to give a solution. Many leaders are a bit removed from the heat and dust of the battle and hence, can easily lose perspective. This can cause direct concrete harm to the business.

Risk of loss of ownership – This is the obvious risk of loss of ownership of the decision or solution from the employees. The solution then is the “boss’s solution” and they then carries the ownership of the effectiveness of the solution – either explicitly or implicitly. Of course, there is always the response from the boss hinting towards wrong execution in case of a failure. In any case, there is a high possibility of “Operation successful, patient dead”.

Risk of negation of agency – This risk is the subtle and long term negative impact on the Organisation with the validation of the negation of agency within the team. The inherent reason for the employee to come to the leader for a solution is the belief that he or she doesn’t possess the agency to deal with the situation. And by providing a solution, the leader is lending credibility to this belief. This is a self-perpetuating belief that will eventually eat at the heart of an organisation’s desire to build self-motivated and empowered teams.

I have found that a simple way to ensure one doesn’t fall into this reflexive behaviour is to develop a habit of asking the employee – “what do you think?”. The first reaction from the employee is of being taken aback which can cause confusion. It may even take some time for the employee to believe that the leader is truly serious and is genuinely looking for his or her suggestions. And then there is always the possibility that the employee may just blank out. This approach takes time and patience. Obviously, one may not reach a conclusion as quickly as one might want, however, the benefits from this approach are well worth it. The employees self-esteem slowly improves to a point that they will approach the manager with options rather than a blank page and then own the solution fully, thereby, increasing the chances of effective execution.

A leader’s success is not measured by how he thinks but by how he induces his employees to think. “I think, therefore, I am” – Descartes defined human identity with our ability to think, and then it follows that by encouraging our employees to think for themselves helping them come closer to their own self and identity. This, I believe, is the prime responsibility of a leader.

Can one use this approach every time? Maybe not. This is when we enter the realm of situational leadership. I would recommend this approach even when the employee is a relative rookie (as in my story) while keeping in mind that one has to be even more understanding. The only situation when I would not employ this is when there is a fire on the deck!

What do you think? is an open-ended question which will lead to more questions for clarity and hopefully to a conversation. This is best done one-on-one, and while one can also employ it in a meeting, one should be careful to ensure that it doesn’t sound like a challenge or a test of the employee’s thinking prowess. Here the tone of the question matters the most.

I believe “What do you think” to be one of the most powerful question that one can employ not only in office but also at home. The other day, my younger daughter and I were having the “father-daughter” conversation related to her choice of employment. Being fiercely independent minded, it would have been easy to lose her buy-in if I had stuck to the stereotypical father response. Thankfully, I possessed the awareness and patience to ask “What do you think?” leading into an extremely fruitful and enriching conversation.

In today’s rapidly evolving business world, success is no longer defined solely by innovation or operational efficiency. The most resilient and thriving organizations are those that put people at the heart of their strategy. At Fidelity National Financial India (FNFI), leadership is not about titles, it’s about clarity, trust, empathy, and creating an environment where every individual has the opportunity to thrive.

Our approach to leadership and people practices is built on four foundational pillars that define who we are, how we operate, and why we succeed:

Clarity of Purpose, Culture of Care, Consistency in Action, and Commitment to Growth. Together, these principles shape a workplace where leaders empower, people belong, and excellence is a shared journey.

1. Clarity of Purpose: Direction with Empowerment

At FNFI, we believe that when people understand the “why” behind their work, they are more inspired, more engaged, and more effective. Clarity of purpose means every team member knows how their role contributes to the larger vision, mission and values of our organization. This enables clarity in forward thinking.

• Leaders as Compass and Coach

Our leaders don’t just assign tasks, they set a direction, offer context, and empower their teams to make impactful decisions. They foster autonomy while staying deeply connected to outcomes.

• Innovation Through Empowerment: All Ideas Matter (AIM)

True innovation is democratized at FNFI. Our All Ideas Matter (AIM) platform enables employees at all levels to share ideas to improve customer experience, operations, or social impact.

A standout example came when an employee proposed a volunteering initiative. Her idea turned into a company-wide movement, engaging over 70 colleagues across departments. She not only led the initiative but was publicly recognized, exemplifying how empowered individuals drive collective excellence.

• Transparent, Two-Way Communication

We reinforce clarity through regular, open communication:

• Quarterly Townhalls and CEO Connects enable candid dialogue with leadership.
• Management Connects and Focus Groups ensure team alignment.
• Leadership Talk Sessions celebrate achievements and share strategic updates.

This culture of openness contributed to a 94% 1-on-1 connect and a 9.5% drop in attrition, clear indicators that purpose fuels commitment.

2. Culture of Care: Supporting the Whole Person

Employees today seek more than a job, they seek connection, meaning, and support. At FNFI, care is not an initiative—it’s a way of working. It informs how we lead, how we support, and how we show up for each other.

• Flexibility with Stability

Post-pandemic, we introduced a flexible work model that balances well-being with business needs:

• 75% of employees work remotely
• Flexible work has emerged as a powerful equalizer, significantly strengthening women’s participation and representation in the workforce.
• Our COVID Volunteer Task Force provided 24/7 support, showcasing agility, compassion, and solidarity.

• Resilience and Reassignment

In 2023-24, as businesses around the world downsized, we chose a different path. Instead of letting go, we reassigned 600 employees into roles that aligned with their strengths. With personalized training and mentoring, transitions were handled with empathy and care.

The introduction of sabbatical leave was used by 38 employees over two years. This offered support to those navigating personal challenges. Because sometimes, stepping back enables a stronger leap forward.

• Recognition and Belonging

Recognition fuels morale and motivation:

• Programs like the Star Achievers Summit and Decentralized R&R ensure recognition is immediate and inclusive.
• Skip-level meetings, suggestion boxes, and open-door policies provide every employee a voice.

Our Flourish with FNFI initiative celebrates community with events, leadership dinners, and cultural activities—helping people feel seen, heard, and connected.

3. Consistency in Action: Building Everyday Trust

Trust isn’t built overnight; it’s earned through consistent actions and aligned behaviors. At FNFI, we strive to create a workplace where people feel safe to innovate, confident to grow, and motivated to stay.

• Career Development with Purpose

With 97% of leadership roles filled internally, we’ve built a pipeline rooted in trust and talent. Our Career Guidance Framework ensures every employee has access to:

• Dedicated mentorship
• Skill development programs like Professional Excellence, Speech Masters, Elevate You, LeadHer, and Bullseye
• Personalized career pathways that align with individual aspirations

• A Transparent Feedback Culture

Frequent check-ins, feedback loops, and tailored learning paths foster a culture of continuous growth. Feedback is not a formality, it’s a conversation that builds capability.

• Engagement That Drives Impact

Recognition isn’t occasional, it’s embedded in daily culture. Our Spot-On Awards boosted recognition by 40%, reinforcing a system where people know their contributions matter.

• Community Beyond Work

We understand that work is just one part of life. Our 12 Culture Clubs, spanning trekking, cooking, photography, theatre, fishing, biking, and more, offer employees ways to connect through passions and build authentic relationships.

4. Commitment to Growth: Developing Future Leaders

Leadership at FNFI isn’t static, it evolves. We are deeply committed to growing from within, preparing our people not just for the next role, but for the future of work.

• Internal Mobility and Inclusion

Our talent programs, Embark, Apex, LeadHer, Bullseye, and SheVision (our women’s network)—focus on:

• Developing future-ready leaders
• Enabling mentorship at every level
• Accelerating careers, especially for women

A recent milestone: one of our senior women leaders was promoted to a global leadership role, a moment of pride for our inclusive leadership pipeline.

• Knowledge Sharing as a Culture

Learning is everyone’s responsibility. We foster a knowledge-driven culture through:

• Fireside Chats with Leaders, where real stories and lessons are shared
• LearnTube, an in-house platform offering curated, expert-led content
• Culture Matters Interviews, helping new hires understand what FNFI stands for from day one

The FNFI Difference: A Place to Thrive

At FNFI, we don’t just build careers, we build a community. We don’t just manage performance; we invest in potential. Our leadership and people practices are rooted in a simple belief: great workplaces are powered by great people.

We champion:

• Fairness, inclusion, and belonging
• Alignment of personal purpose with organizational vision
• Continuous investment in growth, well-being, and trust

We’re not just preparing for the future, we’re shaping it, one empowered leader at a time.

FNFI is more than a workplace. It’s a place to thrive.

At ThoughtSol, we operate with a simple belief: “Happy Employees = Happy Customers”. This isn’t just a catchphrase or an internal mantra; it’s our business model. We believe that when you prioritise people, performance follows. This motto shapes how we lead, how we make decisions, and how we define success. As an IT system integrator and cloud services provider company, operating in a dynamic, fast-paced ecosystem, we’ve learned and understood that technology alone doesn’t drive transformation. People do. That’s why our most strategic investment has always been in our people and in the culture where people thrive, collaborate, and innovate together.

This principle influences everything from hiring and onboarding to recognition and long-term growth. When employees are heard, supported, and empowered, they bring more creativity, care, and accountability to the customer experience. Our organizational vision is to empower businesses with secure, seamless, and scalable IT solutions that enable freedom, agility, and growth. But that vision isn’t achieved through products alone; it’s delivered through the mindset, commitment, and energy of our teams.

Our leaders are not gatekeepers, but they’re enablers. Their primary role is to create clarity, provide direction, and remove roadblocks so that teams can thrive. This principle influences everything from hiring and onboarding to recognition and long-term growth. When employees are heard, supported, and empowered, they bring more creativity, care, and accountability to the customer experience. And the results are clear: our client satisfaction and employee retention rates consistently reflect the power of people-first leadership.

Let’s set the record straight—being a People Manager isn’t just about having “Manager” in your job title. In today’s evolving workplace, every professional who manages relationships to create meaningful business outcomes is, in fact, a People Manager. 

Every role in an organization, no matter how specialized or technical, influences the others. From the functional expert to the technology manager, the salesperson to the lone contributor, everyone plays a part in shaping relationships that drive success. That’s why everyone, in one way or another, is a People Manager. 

In the past, organizations often kept functional managers and people managers separate. The functional manager focused on results—skills, deliverables, and performance. On the other hand, the people manager concentrated on team dynamics, motivation, and well-being. However, today’s reality is different. To achieve great results, managers need to excel at both. 

Whether it’s a software developer guiding a project or a salesperson managing client relationships, the ability to nurture those relationships and manage teams effectively is key to success. The truth is, without strong people management, even the most skilled teams can fall short. 

Our research, based on insights from over 100,000 managers, shows that people management directly impacts retention and performance. For example, a highly skilled functional expert who builds strong relationships with their team creates an environment of trust and commitment. This leads to higher retention rates and better overall performance. 

Take customer-facing managers, for instance. When they demonstrate collaboration and emotional intelligence, they foster a stronger team culture, directly contributing to retention and team effectiveness. This highlights how people manager behavior sits at the heart of business KPIs. 

For years, organizations have relied on employee engagement surveys to gauge employee sentiment. These surveys have been invaluable in providing insights into how employees feel about their work environment, their teams, and the organization as a whole. They help measure the general “mood” of the workforce—whether employees are satisfied, motivated, and aligned with the company’s mission.

Engagement surveys do more than just track morale; they act as a litmus test for an organization’s culture. High engagement often signals strong morale, loyalty, and productivity. Companies with engaged employees have a 3x higher chance of outperforming competitors in terms of profitability and productivity (Gallup). In fact, they report 22% higher productivity, 25% more profitability, and 21% higher customer satisfaction.

But while engagement surveys can provide a snapshot of employee sentiment, there’s a key piece missing in this equation—what’s driving that engagement? And the bigger question: how can organizations turn that engagement into sustained performance and business growth?

At Great Manager Institute®, our research on people manager effectiveness has revealed key patterns in how leaders operate and communicate. Transparency, clarity, and execution skills are critical to leadership success, but they manifest differently at different levels of management. 

Our latest findings offer CXOs and business leaders, actionable insights on how communication styles impact organizational effectiveness—and how companies can leverage these insights for strategic leadership development. 

1. Leadership Communication Styles: A Data Perspective

Based on our research across thousands of managers, we have identified four distinct communication styles among leaders: 

• Great Communicators → Highly reliable, competent, and clear in communication. 

• Silent Operators → Highly competent but do not openly communicate their work. 

• Passive Sharers → Communicate effectively but may lack execution reliability. 

• Confused Messengers → Struggle with both clarity and execution. 

Why This Matters for CXOs:
✔️ Leadership visibility is as critical as execution—even the most capable leaders must communicate their work effectively.
✔️ Not all great leaders are great communicators—businesses need to identify and close the gap between execution and visibility.
✔️ CXOs play a key role in setting the tone for clarity, as leadership communication cascades down to teams. 

People managers who display the highest effectiveness in managing relationships display certain behaviors that make them unique. These behaviors lead them to do certain actions that can be emulated by others.

Through the Great People Manager Study®, we have interacted with >100,000 employees, who have shared what is it that they appreciate about their managers. Using AI powered models, we analyzed these comments, identifying patterns between them and defining action areas where the managers are the most appreciated.

We found out that the Great Managers to Work With™, the ones who have crossed a particular threshold score in people manager effectiveness, have clear difference in terms of the actions they are most appreciated for, versus the rest.

The great managers create effective motivation strategies, focus on lots of positivity in their actions, and try to create a culture of strong work ethic through their actions. Here, we see the top areas related to actions done by the managers where they are the most appreciated.